Errors and Rework

Who this book is for

Người làm vận hành ở Việt Nam, quản lý vận hành, phụ trách sản xuất, kho vận, chăm sóc khách hàng hoặc dịch vụ; từ người quản một đội năm người tới người chịu trách nhiệm cả một chuỗi công đoạn. Người đọc là NGƯỜI LÀM NGHỀ: họ phải thay đổi cách làm việc của những người không báo cáo cho họ, và kết quả của họ thường là sự cố đã không xảy ra.

Sound familiar?

• Doesn't know how many hours a month go into redoing work, because nobody records it.
• Handles errors by reminding the person, and next month the same error returns with someone else.
• Errors surface at the end of the chain, where fixing them costs many times more.
• People hide mistakes because reporting one means being told off.

Each chapter answers one question

1. Chapter 1: Does rework really cost only a little time?

   Last month, how many hours did my team spend redoing work?

   The cost of rework sits on no line in the books, so it grows without anyone seeing it.

2. Chapter 2: Is the final check really the safest checkpoint?

   At which step are my errors usually caught?

   The same error costs one if caught at step one, and many times more if caught by the customer.

3. Chapter 3: We found who made the mistake. Are we done?

   What in how we organise the work caused this error?

   Stopping at the person who made the mistake stops one step short of the cause, and the error returns.

4. Chapter 4: Will one more reminder make the mistake go away?

   What can I change so this error cannot happen?

   Reminders work for a few weeks; design works forever.

5. Chapter 5: Does a team that reports few errors make few errors?

   Is it safe for people on my team to report their own mistakes?

   A team that reports no errors is not a team with few errors; it is a team whose errors you can no longer see.